Ogilvy Jay Chiat Winners 2012

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1. !!!!!!!!!!!!!Jay Chiat AwardsShortlisted Entries2012! !!! 2. !!!!!!!!!!!!!Share a CokeOgilvy SydneyBRAND EXPERIENCEINNOVATIVE DESIGNSOCIAL MEDIA STRATEGY! !!! 3.…
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  • 1. !!!!!!!!!!!!!Jay Chiat AwardsShortlisted Entries2012! !!!
  • 2. !!!!!!!!!!!!!Share a CokeOgilvy SydneyBRAND EXPERIENCEINNOVATIVE DESIGNSOCIAL MEDIA STRATEGY! !!!
  • 3. Happinessis social.Executive SummaryThe ‘Share a Coke’ campaign gave teens and young adults an excitingreason to reintroduce ‘Coca-Cola’ into their repertoire. ‘Coca-Cola’, oncemore, became social currency and a significant part of popular culture.Instead of putting the brand on a pedestal, we started with the product.Instead of thinking about media neutral ideas or big, glossy TVCs, westarted at the shelf. This innovative, strategic thinking concluded in aground-breaking idea that delivered strong sales results and is sure tobe a valuable starting point for future campaigns.
  • 4. Background‘Coca-Cola’ faced two distinct challenges:1. Increased competition:‘Coca-Cola’: being consumed when people come together, connect and share a good time.2. Fickle teens and young adults:The resultingbusiness problem:In fact, 50% of teens and young adults hadn’t enjoyed a ‘Coca-Cola’ in the previousjeopardise long-term customer value.Being fully aware of the business problem‘Coca-Cola’ defined the marketing objectives as:1. Increase consumption:of 24 year-olds who have not had a ‘Coca-Cola’ for over a year.2.Get people talking about ‘Coca-Cola’:disrupts and excites.
  • 5. Three insights informed thestrategy and consequentlythe creative development:1. Put the product at the center of our thinking:Our teens and young adults admired the big, iconic summer campaigns of the past. Brandlove was healthy but product sales were in decline. We had to champion the product first andcans of ‘Coca-Cola’ to become social currency, a must-have ticket item that gets talked about.2. Help teens and young adults connect on a personal level:Whether it’s at school, work or home, less time alone and more time connecting with friends,family and even the odd stranger, makes us happier.This should not surprise us. The sensory experience of social connection, something deeplywoven into who we are, helps our emotional and psychological wellbeing.1Further, as adolescence progresses, the importance of peer relationships also increasesdramatically. Teens and young adults spend proportionally less time with family andmore time with friends, and these peer relationships become more intimate as they shareexperiences and develop their personalities.2That means that personal happiness is derived from being connected to others, and beingand young adults to connect with one another on a more personal, more meaningful level.3. Re-unite Australians with the idea of getting together and sharing a good timeover a ‘Coca-Cola’:beloved “Polar Bears”.social
  • 6. that transcends borders and nationalities.Despite teens and young adults longing for a ‘shared’ and ‘connected’ happiness, which of courseis the heartland of ‘Coca-Cola’, we discovered a tension in the market that we wanted to address.The consumer tensionWhether it’s your best mate, your sister, or someone you’ve only just met, ‘Coca-Cola’ has alwaysbeen an integral part of people coming together. But with the world flocking to the digital space,how we connect has started to change and, it would seem, the more friends we gather online,the fewer we connect with in a personal way.The creative ideaof those currently in our lives, but also people we may have lost touch with, giving us a reasonto connect.And thus, our ‘Share a Coke’campaign was born.Guiding principlesamongst family and friends. We therefore had to listen to what our consumers were doing inresponse to the campaign in order to be able to surprise, to keep the campaign’s momentum up,and spark further conversations.We also acknowledged that across our three audiences, people would engage with the campaignin different ways, to varying degrees and via different contact points. We had to create contentfor people who wanted to get highly involved with the campaign as well as content for peoplewho just wanted to take part in the fun at a lower level.That understanding formed the guiding principles for our campaign rollout:1. T2. Create a diverse spectrum of engagement that allows all to participate in the campaign.
  • 7. Campaign roll outPrior to the campaign launch, ‘Coke’ bottles with names on began appearing in fridges acrossshared their name, crowd-sourced from our fans.To fuel media buzz, personalized ‘Coke’ cans were sent to local celebrities who invited theirnetwork of fans to connect and ‘Share a Coke’.In partnership with a radio network, we created 150 ‘name songs’ and broadcast them on-airnationally. Consumers used these songs as inspiration to connect via Facebook.received an MMS enabling them to share their friend’s name up in lights, via Facebook and email.the tools to connect and ‘Share a Coke’ by:toured 18 Westfield Shopping Centers inviting consumers to personalize a ‘Coca-Cola’ can withaudience and asked them who they wanted to ‘Share a Cokegot their say, 50 new names were released.broadcast this content to celebrate the connections we made throughout the campaign.
  • 8. The WorkPackaging DesignIconic ‘Coca-Cola’ Sign - Projection Event
  • 9. The WorkOut of HomeWestfield Kiosks© 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2187/METRO/1520X1010/STEVEshareacoke.com.auShare a Coke with© 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2130/TARA/2If you know a Tara, share a Coke withshareacoke.com.auwith
  • 10. The WorkFacebook - Name Songs and Virtual Can appCelebrity Seeding of PacksBroadcasting Personal Shared Stories© 2011 The Coca-Cola Company. ‘Coca-Cola’, ‘Coke’, the Grip&Go Bottle and ‘Open Happiness’ are registered trade marks of The Coca-Cola Company. COCO2247bottle on my desk, took a picture andsent it to me. It said ‘You’re missed.’– Natalie, 18, KillaraShare a Coke. Share a story.Visit our wall at shareacoke.com.auWhen I missedmy lecture, my bff put a
  • 11. The ResultsOur Return On Objectives exceeded expectations:1. Increase consumptionrecords began 111 years ago.during the campaign, increasing 7% (Source: 3MM P4W Consumption Oct-Dec 2011 B3the first time in over a year. The campaign marked a re-energising of a life-long relationshipwith the world’s most iconic brand.2. Get people talking about ‘Coke’ again.talked about Facebook page.Please note that our objectives were achieved without changing the product, solely thepackaging, thereby creating a social currency that concluded in volume growth for ‘Coca-Cola’.The growth was achieved without increasing distribution or discounting our product heavily.astonishing then is that the volume increase was achieved despite experiencing the wettest
  • 12. !!!!!!!!!!!!!Dove Ad MakeoverOgilvy LondonBRAND EXPERIENCECREATIVE TECHNOLOGYFOR GOOD STRATEGYSOCIAL MEDIA STRATEGY! !!!
  • 13. The Dove Ad MakeoverJay Chiat Planning Awards
  • 14. Unlocking the social powerof the Dove brand10 years ago, Dove’s Campaign for Real Beauty (CFRB) called out the fashionand beauty industries for the way that their unrealistic stereotypes madewomen feel about how they looked.By 2012, women know a photo-shopped ad as soon as they see one, majorluxury brands are publicly challenged for retouching famous actresses beyondrecognition in their advertising, and 17-year-old girls are demanding that theglossy magazines they read feature more real girls in their pages.CFRB worked.This paper tells how Dove applied the same brand insight in social mediato address a new, digital form of beauty anxiety. Along the way, it started adebate that ended up in national newspapers, empowered legions of womento make other women feel good, and challenged the status quo of what’sacceptable advertising on Facebook.Welcome to the tale of the Dove AdMakeover.
  • 15. Full PaperThe Campaign for Real Beauty (CFRB) is one of the best-loved and mosttalked-about communication ideas ever, and it made women feel good.By showing how the unrealistic beauty stereotypes of the beauty and fashionindustries damaged self-esteem, Dove empowered women across the world,and made a cultural impact that was felt far outside the realms of advertising.It was founded on one central insight, which has continued to drive the brand eversince – that too often beauty is a source of anxiety for women, not confidence.Dove’s mission was to make women feel beautiful, not for its own sake, butbecause feeling beautiful makes you happy.Dove had called out the themagazine, broadcast and beautyindustries for how they made womenfeel, but the times had changed.By 2012, new sources of beautyanxiety were cropping up in placesthat hadn’t even existed when theoriginal Campaign for Real Beautylaunched.
  • 16. The Insight:A new front in the battle for self-esteemBy 2012, social media accounted for a huge share of women’s media usage, withFacebook the dominant platform. Women are 60% of Facebook’s users, they aremore active than men, access it more regularly, and spend more of their time there1.For women, social media is an integral part of their life, a forum for self-expression,and a way of sharing personal thoughts, content, and information about themselveswith other members of their friendship group. However, this also makes themvulnerable.Particularly when advertisers use the information that they give up to serve themadvertising like this:What does it do to your self-esteem to haveyour recent break-up prompt a targeted adthat asks you why you’re “32 and still single?”Should women have to put up with beingtold that they need to lose weight when theypost about the cake they’re baking for theirchildren? Or be served ads offering thembreast enlargements and liposuction whenthey upload holiday photos of them wearinga bikini on the beach? These were the latestmedia expression of a time-honoured methodof selling products to women – making themfeel bad about the way that they looked.This time, however, it was personal.We had identified a new source of beautyanxiety for women – the same API thatserves diaper ads to new motherswas also being used to target theirinsecurities. In fact, many advertisers were misusing the rich personal data fromwomen’s social profiles to negatively target them, in a place where they shouldbe free to share their personal lives without having the details used against them.1.Source:PorterNovelli,“MenarefromFoursquare,WomenAreFromFacebook”,Feb2012
  • 17. The Strategy:Social Media resistanceIt wasn’t enough for us to just identify and point out the problem. We wanted to lift thelid on the issue, and then empower the global sisterhood to tackle negative advertising.Social had given us the problem, but it had to be an integral part of the solution too.We needed the campaign to launch, grow and finish in social media for it to makesense in the correct context.To fulfil Dove’s brand promise, “Real Beauty by Real Women” we needed to allowwomen to address the issue for themselves.The challenge for communications was to design a campaign that women wouldparticipate in.
  • 18. The Creative Idea:Giving Facebook advertisinga makeoverThe Ad Makeover displaced negative advertising that preyed on women’s insecurities,by adapting a technology intended for technically savvy marketers so that anyonecould create positive advertising for women to see on Facebook. Women madethe ads, Dove picked up the bill.Dove outbid other advertisers on key terms that could be used to target womennegatively, ensuring a potentially negative ad was replaced with a positive one.Facebook was the natural place to start the movement, both because of the size andfrequency of female usage of the platform, and because Dove had a highly-engaged,passionate community of 8.6 million Facebook fans.
  • 19. This social by design campaign began by discussing with our fans how they felt aboutthese negative ads. We followed this with a film to point out the issue, show what wewere proposing to do about it, and invite women to take part by using our app.The app put a simple and user-friendly interface on Facebook’s ad buying system,putting the power in women’s hands. Women could select from a list of messagesand simple designs and then choose the audience for it – women who were thinkingabout love, family, health, etc.We bought media by ‘thinking like the enemy’. This involved generating a listof hundreds of targeting keywords that advertisers would use to target womennegatively: ‘pregnant’/‘boob job’/‘lonely’/‘single’/‘bikini diet’ etc.A system of double bidding against these keywords using Facebook’s MarketplaceAPI ensured that ads developed by real women would always take the place of adsfrom negative advertisers.Women’s support was not only posted on their wall, or advertised to other womenin their friendship network, but to all other women using Facebook in their country.
  • 20. Nudging along the customer journeyAs architects of the user experience, we built behavioural economic nudges into theconsumer journey.We harnessed relativity with the campaign video, by offering women a simple choice:would you like other women to see negative advertising that makes them feel bad,or positive beauty messages?We built commitment and status quo bias into the UX design. Women weren’tasked for any Facebook permissions until after they’d built the positive messagethat others would see.We fed herding by using Facebook’s sponsored stories ad format that notified womenwhen other members of their friendship group had interacted with the campaign.We structured the user journey so that, much like a charitable transaction, it made themfeel good in a number of ways: firstly, they got the warm glow of altruism for helping outother women; secondly, it posted a notification about their participation to their profilefor others to see; thirdly, it notified their friends when several people in their friendshipnetwork interacted with it, feeding a digital movement.
  • 21. The resultsThe campaign launched first in Australia and Brazil, our two markets with the mostactive and engaged Facebook users.In just two weeks, in just these two countries, advertising by real women displaced171 million potentially negative pieces of advertising2. Along the way, the campaignearned 253 million free media impressions3on news websites like the HuffingtonPost, Mashable, and Perez Hilton’s blog, giving the campaign a total reach of 29million women and ensuring that the debate travelled outside Facebook and intobroadcast media, without any additional media spend.The campaign upped Dove’s viral reach on Facebook by 87%4, so that women werehearing about the brand through their friends, rather than through paid advertising.Most importantly, 71%5of the women who interacted with the app said that itmade them feel more beautiful. This suggests that in addition to the impact of thepositive ads, being part of a global movement to seize control of their social mediaenvironment and remove negative advertising also made women feel beautiful.The campaign has subsequently launched in the UK and is being rolled out globallyby Dove.The AdMakeover challenged the status quo of what’s acceptable advertising onFacebook, a platform that serves 1.3 trillion ads a year6. The social change ourcampaign affected with the help of real women will have positive consequences longbeyond its lifespan, and has made sure that there is one less source of beauty anxietyto get in the way of women feeling beautiful.2.Source:FacebookAdTracker3.Source:UnileverPR&MediaTracking,May20124.Source:FacebookAdTracker,vsDoveFBweeklyaverageviralreach5.Source:FacebookOpinionPoll6.Source:ComscoreUSDisplayAdvertisingMarketReport,May2011
  • 22. !!!!!!!!!!!!!Finding True NorthOgilvy ShanghaiBRAND EXPERIENCE! !!!!!
  • 23. SUMMARYThis is the story of a brand that, in the chaotic of booming China, lost itsdirection but then found it again by helping urban Chinese find theirs.Its also a case of how in the immature Chinese advertising market, wheremedia spending is often the primary weapon, cultural analysis was the secretto shaping a category-breaking solution that went beyond communications.It is a story of how a small spark started a prairie fire.
  • 24. GOOD BUSINESS ?In the past 10 years, the Chinese outdoor apparel market had rocketed to a1 billion USD business. Riding on the wave, The North Face has also beenenjoying solid sales growth year on year. While a booming category offeredmany reasons to be excited about the future, there were other things thatgave rise to worries.As the brand that pioneered the entire outdoor exploration movement, TheNorth Face built its world-leader name through unrivalled understanding ofauthentic outdoor exploration. Ironically however, growth in China wasfuelled by the inauthentic outdoor lite lifestyle that major competitorsColumbia and local brand Toread, had established years before The NorthFace arrived. Chinese consumers were buying technical outdoor apparel foras a fashionable and novel way to stay warm and dry on the urbanfootpaths, miles away from the wiles of a real outdoor trail the products weredesigned for.The North Face wanted to take advantage of the window of growth, but notat the price of losing precious authenticity.e.g. “Outdoor Lite” lifestyle communication from Columbia and Toread in year 2010
  • 25. COMMUNICATION ALONE CAN’T FIX ITTo fuel the growth communication was the conventional solution. And so forseveral years, The North Face reached out as competitors did, to its rich poolof global brand assets including endurance athletes, in an attempt to defineoutdoor authenticity through the lens of physical exersion. The formula wasto be the ‘Nike of the outdoors’.However despite all the best intentions, it just didnt work in China as it did inthe USA. Brand tracker report showed that after several years, brandawareness and key brand attributes hadn’t changed. Meanwhile, ournemesis competitors blasted the market with three times the media we hadand ensured that they were beyond the reach of The North Face.To figure out what went wrong and how to make it work, the companyapproached the agency. Through qualitative research we were realised thatconsumers found the depiction of outdoor athleticism too remote andintimidating for the average urban explorer. The advertising didn’t persuadeconsumers to venture outdoors, and in fact, they said the idea of climbingvertical cliff faces was simply irrelevant, undesirable and even dangerous.The team felt trapped between the brand’s global strategy of outdoorsathleticism and a local market that wasn’t ready to embrace such extremism.How do grow in a way that was true to the authenticy vital to The NorthFace?e.g. The North Face adaptation advertising launched in China in 2010
  • 26. UNDESIRED FOR MORE THAN 150 YEARSFor the first time, the agency‘s planning team was invited into the process. Werealised that we needed a new approach and found inspiration in DouglasHolt’s philosophy of ‘Cultural Strategy’1 and the way culture can be a source ofinnovation. Early on, it felt that opportunities lay in stepping back from thecategory’s obsession with the way outdoor apparel looked against a mountainbackdrop and instead tackled the bigger question of how urban Chinese feltabout the outdoors itself.We needed to stand on solid foundations so we first went to academia of allplaces, with Jonathan Spence’s explanation of China’s transformation from itsancient to modern self2. We learned how the Qing Dynasty opened its gate tointernational trading in 1850 and brought richness to the coastal cities. Allthings ‘urban’ became the pinnacle of aspiration at the expense of the ‘rural’.Fast forward
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